Date sent:

THE INTERNET TIMES NEWSLETTER (1 July, 2000)

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Articles:

Make Way for New Net Era

Net exchanges to drive trillions by 2005

New pen will write and send e-mails

Voyage to the New Economy

Nokia licenses RealPlayer for video-capable cellphones

Worldwide Internet Trade Shows

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Make Way for New Net Era

------------------------

The Internet may be great, but you ain't seen nothing yet.

At least that's the message from Microsoft chairman Bill Gates,

who was upbeat when he addressed a technology conference here on

Tuesday despite a setback for his company in the federal

government's landmark antitrust lawsuit.

Gates said the Internet is now entering its next stage of

development, ushering in an era where software will be written

that will take the initiative in visiting hundreds of websites and

collecting information. The Internet will become the platform, he

predicted.

"If you're a buyer, it will find thousands of sellers. If you're

planning a new product it will go to all those different websites

to bring things in," Gates told about 2,800 people at the Colorado

Technology Summit 2000, sponsored by Governor Bill Owens and the

Governor's Commission on Science and Technology.

"You will be annotating and editing and creating around

information that comes from the Web. In a technical sense this is

the Web for profit," Gates said.

"We call this the next generation of the Web," he said.

Redmond, Washington-based Microsoft was scheduled to unveil later

this week what it has called its biggest strategic announcement in

five years.

Gates made no mention of the federal government's lawsuit against

his company nor of Tuesday's move by the judge in the case who

sent Microsoft's appeal directly to the U.S. Supreme Court. The

action could mean a resolution in the case might come as soon as

next year, and could result in Microsoft being split into two

companies.

Instead Gates focused on how much better computers will get. The

keyboard, the main way now of using computers, will be relegated

to the sidelines in some cases, he said. "We can take handwriting,

we can take speech and use that as a way of interacting," he said.

Computers down the road will be equipped with microphones,

providing real-time communication for users, making it easier to

ask for maps or diagrams, he predicted.

He said broadband, high-speed communications will be another cog

in the wheel, making the Internet faster and better.

He also predicted that data will become "100 percent digital" over

the next five years. "In business the relationship -- the contract

-- will be done in digital form," he said.

--Reuters

(http://www.wired.com/news/business/0,1367,37125,00.html)

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Net exchanges to drive trillions by 2005

----------------------------------------

The Internet's effect on the business-to-business market in the

United States will drive more than $6 trillion in online trade by

2005, according to a study released today.

The amount of online trade represents 42 percent of the total U.S.

business-to-business non-service spending, according to new

research from Jupiter Communications.

The research firm recommends that businesses begin incorporating

Internet strategies throughout their procurement and sales

processes and invest in multiple selling models to control market

disruptions while protecting their share of the market.

The study found that while this year's Internet business-to-

business trade will represent only 3 percent of the total U.S.

business-to-business non-service market, or $336 billion, the

online volume will grow 20-fold in the next five years. That will

open the doors for new business models such as net markets and

coalition markets.

Currently, the direct channel, the commerce of one seller to many

buyers, dominates 92 percent of the Internet business-to-business

market. In 2005, however, 35 percent of the Internet business-to-

business trade volume will be conducted via a net market, a

matching up of many buyers and many sellers, or through a

coalition market, which comprises a consortium of buyers or

sellers.

The value proposition of the Internet is on a grander scale for

the business-to-business space; the sheer size of business-to-

business trade, coupled with inefficient processes, makes the

Internet migration of business strategies very attractive to

companies, the study found.

Early adopters have already made their investments, but it will be

the mainstream companies that will embrace the Internet and drive

it to mass penetration, said Melissa Shore, senior analyst for

Jupiter Communications.

"Over the next several years, businesses will face an array of new

opportunities to improve and expand their sales and procurement

processes," she said in a statement. "They must invest now, even

though the payoff will take some time; it will require several

years to see a substantial migration from today's manual, paper-

based solutions to tomorrow's Internet purchasing counter."

Shore advises companies not to wait, but to start building their

online business-to-business infrastructures now. She said

businesses also must look to diversify their investments across

multiple models and partners. Because all companies are not in the

same position, businesses must distribute their resources

according to the company's market power within their specific

industry.

The report is in sharp contrast to the opinions of some e-commerce

executives, who recently predicted that most business-to-business

virtual marketplaces would vanish within two years through

failures and consolidations. The executives, gathered last month

at the Association of Strategic Alliance Professionals Summit

(ASAP), cited problems such as government antitrust investigations

into online exchanges and talent-poaching among business e-

commerce companies and their clients.

--Erich Luening, CNET News.com(http://news.cnet.com/news/0-1007-200-2154006.html?tag=st.ne.1430735..ni)

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New pen will write and send e-mails

-----------------------------------

Christer Fahraeus draws a heart on a piece of paper, jots down an

electronic-mail address and marks a little box at the bottom of

the page that says "e-mail." Moments later, his squiggly heart

drawing appears in the PC inbox of the user whose address he just

scribbled on the paper.

Magic? No, it's the Anoto, a new pen that automatically

synchronizes everything it writes and can send the things it

registers as an e-mail, short message or fax -- if used on paper

with a special pattern printed on it.

"We're bringing pen and paper into the electronic age," says

Fahraeus, who invented the pen and is the founder of the pen's

namesake high-tech wireless company, which is a subsidiary of C-

Technologies AB. "It's a renaissance."

Perhaps that's a bit strong. But the Anoto pen is one of a slew of

new products equipped with so-called Bluetooth technology, a low-

frequency data-transmission technology that allows electronic

devices to communicate with each other. Pushed by a broad

consortium of companies in a wide range of industries, the

technology will be integrated into mobile phones, personal

computers and household appliances; offices can soon do without

the usual spaghetti of cables that connect the various networks

and devices.

Ericsson's line "There will be a lot of Bluetooth applications

starting next year," says Urban Ekelund, an analyst with

information-technology research firm Redeye AB in Stockholm. "But

in the beginning, new things like the Anoto pen will be a bit

complicated to use."

There are no consumer products with Bluetooth wireless technology

out on the market yet: Next to the Anoto, among the first products

to be launched will be a Bluetooth headset made by Telefon AB L.M.

Ericsson, a tiny headset that connects to your mobile phone by a

radio link instead of a cable. It will be available on all Global

system for mobile-communications markets in mid-2000.

Ericsson also will launch a Bluetooth phone adapter, which

attaches to the system connector of your mobile phone. The adapter

is needed to link a Bluetooth headset and a mobile phone or other

wireless data-transmission between your phone and any other mobile

or stationary Bluetooth-equipped device such as a laptop, desktop

PC or personal digital assistant, or PDA. In addition, Ericsson

recently displayed two mobile-phone models, the T36 and R520,

which feature built-in Bluetooth technology. The phones won't be

available to consumers until next year.

Meanwhile, white-goods maker Electrolux AB has said it will

integrate Bluetooth technology into its household appliances

starting next year.

Packed with technology Just like other new technology, Bluetooth

is expected to run into some hurdles in the next few years. Some

market analysts are already warning that Bluetooth technology

won't work in all circumstances. For example, Bluetooth-equipped

devices can't be used on U.S. airplanes according to Federal

Aviation Administration regulations. Moreover, some scientists say

that the Bluetooth frequency may interfere with wireless Local

Area Networks, which will be widespread in offices world-wide in

the near future.

The Anote pen -- whose name is derived from the Latin term

annotare, which means to note -- doesn't just rely on Bluetooth

technology, however. Inside the pen there is a miniscule digital

camera that registers images at 100 frames a second; a digital

memory that can store several pages of writing inside the pen; an

image processor; a rechargeable battery that lasts a full day of

usage and an ordinary ink cartridge, so the pen can actually

write. All that comes in a design that looks like an oversized

ballpoint, weighing 45 grams (1.6 ounces). Next year, the company

will release the product in a standard pen size.

The pen has to be used with paper that has a proprietary Anoto

pattern printed on it: small dots, slightly dislocated from a

strict grid. The 2-by-2 millimeter surface of the pattern gives

the pen the exact location. Anoto is making the pattern available

on the Internet, so consumers can print their own supply of

interactive paper. The paper also will be integrated into

notebooks, calendars and ads. Anoto already has landed a deal with

a Nordic office supplier, Time Manager, to create special Anoto

paper products.

Shopping aide The paper is both Anoto's strength and weakness: The

pen's technology couldn't exist without the patterned paper, but

proprietary paper also raises a significant hurdle for consumers

who are reluctant to change their habits.

Even so, the pen is provoking interest. Ericsson recently signed

up to produce 10 million Anoto pens that will be launched in the

middle of next year -- a batch that's primarily meant for the

Japanese market. And Fahraeus says other telecom-equipment makers

have expressed interest in producing the device for their

customers.

Ultimately, though, Fahraeus hopes the pen will change the way

people shop. Consumers, he explains, could flip through magazines,

look through ads and order something merely by marking a small

box. "Nothing beats paper," he says. "We all love it and are used

to it. So what could be better than paper-based e-commerce? We can

order groceries, flowers, anything with our pen and paper in

hand."

--By Almar Latour, WSJ Interactive Edition

(http://www.zdnet.com/zdnn/stories/news/0,4586,2584537,00.html)

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Voyage to the New Economy

-------------------------

Executives are leaving the security of big companies for the

Internet economy. Should you sign up for the journey? What can you

expect once you arrive at your destination? Or have you already

missed the boat?

Until March 1999, Shaun Holliday knew exactly what he wanted in

life. At 41, he was a fast-track executive at the Guinness brewery

division of Britain's giant Diageo conglomerate, overseeing more

than 3,300 people and hoping to become a big-company CEO someday.

When Holliday was a teenager, his father had nudged him in that

direction, encouraging him to get an MBA and then to work for a

major chemical company. In his first few jobs after business

school, Holliday found mentors at Booz, Allen & Hamilton and at

Frito-Lay Inc. -- mentors who also pointed him toward a classic,

big-company career.

But in the midst of a Colorado snowboarding trip -- without

telling his bosses, his mentors, or his father -- Holliday strayed

from the trails to attend a meeting, arranged by a high-profile

headhunter and venture capitalist, with a casually dressed 28-

year-old bursting with big ideas. His name was Andrew Busey. He

was the cofounder of living.com, an Austin-based company that

planned to sell furniture online. The three-month-old company had

no revenue, barely a dozen employees, and no chance of turning a

profit anytime soon. Nonetheless, Busey believed that living.com

could transform furniture shopping into a faster, easier, and more

efficient experience for everyone. All he needed, Busey said, was

the right CEO.

As the two men talked over breakfast, Holliday's initial

skepticism began to melt away. This was a remarkable opportunity,

he told himself. It might be a once-in-a-lifetime chance. Yes,

there was a risk that Busey's vision was just a mirage -- and that

living.com might not make it. But that sense of danger was

exhilarating. "I could have played it safe," Holliday recalls. He

could have stayed on the career track that he had chosen two

decades earlier. But, he thought, wouldn't he regret, 30 years

later, having turned down the chance to be a pioneer in the

Internet era?

When the men parted four hours later, Holliday knew what his next

step would be. He hadn't quite said yes to Busey's overtures, but

he was headed that way. That afternoon, he asked his wife how she

would feel about leaving Ireland and moving to Texas. Two months

later, he informed his boss at Diageo that he was about to walk

away from an enviable career to see instead what he could do at a

brash Internet startup. Then, in September 1999, Holliday began

his new job. Standing on a tattered gray chair in an office

corridor, addressing the few dozen onlookers who constituted his

entire workforce, he explained why he had left Guinness and why he

believed that together they could make living.com a great company.

It was the first day of his voyage to an uncharted land.

Across the United States, thousands of executives are making a

similar voyage. They are abandoning prized jobs at famous

companies, walking out of corner offices at the likes of Avon,

Goldman Sachs, IBM, Knight Ridder, and leading law firms and

consulting shops. In doing so, they are jettisoning career

assumptions and personal values that were cherished a generation

ago -- being part of a mighty, entrenched, time-tested corporation

-- for something utterly different. The new goal: to prove your

merits at an Internet-oriented startup with no real assets or

heritage but with huge ambitions.

The phenomenon has become so big, so rapid, and so relentless that

it's the business world's equivalent of past Great Migrations.

Indeed, many of the people who make this dramatic career leap

invoke metaphors from history -- of Puritans crossing the Atlantic

four centuries ago to make a new life in the New World, of

millions of immigrants streaming to the United States 100 years

ago and gazing in nervous wonder at the site of the Statue of

Liberty. In a prophetic 1996 essay, Tom Ashbrook, then an editor

at the "Boston Globe," explained his decision to embark on a new

career helping to build HomePortfolio.com by declaring: "Some part

of the urge to jump feels almost genetic, a seed of history and

blood just waiting for the climate that calls it up. In all my

life, I never felt closer to the experience of immigrant forebears

than I do now. They sailed from old world to new. Now it's my

turn."

The voyage is not always metaphorical. For hundreds of thousands

of people from countries such as Israel, Russia, and Taiwan,

migration to the new economy is a literal description of their

plane flights and ocean crossings to Seattle and Silicon Valley.

For the current fiscal year, Congress has authorized 115,000 H1-B

visas, which are awarded chiefly to high-technology experts who

aren't U.S. citizens. That is nearly double the quota of a few

years ago, yet it still isn't enough. This year's batch of visas

was exhausted in less than six months. Now efforts are under way

to raise the quota to up to 195,000 visas. For these new

immigrants, Starbucks may be a more appropriate symbol of America

than the Statue of Liberty, but the voyage to a New World is just

as awe-inspiring, just as nerve-wracking, as it was 100 years ago.

Big-company executives are heading to the online economy with a

wide range of motivations and expectations. They see a big, open,

uncharted land of opportunity -- and wonder what it might be like

to live there. They like the idea, intrinsic to the Internet

economy, of being able to have an impact on the world around them

-- of launching products and services used by millions of

customers -- without having to be part of the vast, impersonal,

insular bureaucracies. They hunger for less routine, fewer

meetings, and more energy and excitement in their day-to-day work

lives. And to be sure, they read tales of quick riches and

overnight fame.

For all of the excitement, though, the modern-day Great Migration

can be a harrowing experience -- even if it doesn't involve

stormy, monthlong journeys on packet ships. Thanks to this

spring's NASDAQ meltdown, the finances of many Internet companies

-- even big-name companies -- seem decidedly less secure than they

did just a few months ago. And the reality of life in the dotcom

world has lost some of its early romance: Is it all that desirable

to give up your car service, your personal assistant, and first-

class air travel -- not to mention a collection of seasoned

colleagues who know their way around an industry -- to work at a

desk fashioned from a door and to call staff meetings in which the

average age of attendees is 28? It's no wonder that more than a

few big-company executives have looked across the gulf that

separates their current world from the Internet economy,

considered several offers from well-funded startups -- and decided

to stay put.

Yet it's impossible to obscure the Internet economy's continuous

pull. In the new economy, "there's a talent shortage at almost

every level," says David Beirne, a venture capitalist at Benchmark

Capital, in Menlo Park, California. Beirne spends much of every

week helping Benchmark recruit top-management talent into its

portfolio companies. ( In fact, he was the one who helped

introduce Shaun Holliday to Andrew Busey. ) A few years ago,

prying candidates out of big companies was a dauntingly difficult

challenge, he says. Now the chance to be part of "the next

Amazon" or "the next eBay" is enticing enough that practically

every established company has been poached at least once...

For those who are considering whether to set sail for the Internet

economy, the Great Migration raises a collection of rich,

important questions: Should you make the voyage? What do you want

to achieve once you arrive at your destination? Do you know what

life will be like there? Are you prepared for stormy weather?

[examples given in original article]

Are You Prepared for Stormy Weather?

It's 11:30 AM, and living.com CEO Shaun Holliday is about to get

his third surprise of the morning. That's typical of his new life

-- a life in which 300 employees are building an online furniture,

gardening, and home-decorating store, improvising feverishly as

they go along. First Holliday learned that version five of

living.com's Web site was due to launch in 24 hours, with some

crucial elements in different places than he expected. Then his

merchandising chief told him that efforts to include Waterford

crystal on the site had stalled -- and that his help was needed to

get the plan back on track.

But the morning's most startling moment comes when Holliday stops

to chat with living.com's team of Web writers and asks what they

are working on. At first, they cover all of the things that he

expects: new copy to promote gardening supplies, perky

descriptions of sofas and the like. But then, with an impish grin,

Web writer Roger Munford confesses that he has been creating the

latest installment of "Dead Men Don't Decorate," an elaborate

Raymond Chandler spoof in which a slinky female detective chases

furniture counterfeiters. No one asked Holliday or anyone else in

senior management for permission to launch the story; the writers

just decided to sneak it into an unnoticed corner of the

"magazine" section of living.com's Web site.

Another CEO might have fired the rogue writers on the spot -- or

at least asked them in ultra-intimidating tones to justify this

use of time and resources. But Holliday just smiles. "Ah, you

writers!" he says. He lets them carry on with their mischief and

heads back to his office for a strategy session with his chief

financial officer.

Such adventures are all part of running a Web business -- and

perhaps even part of what attracted Holliday to living.com in the

first place. "I love change. I love chaos. I love ambiguity," he

says. "As soon as the road is clear, I need to do something

different. Even if I'm looking at a golden path, I get bored." He

pauses for a moment and then whispers, "I have a history of

this."

In 10 months on the job, Holliday has surrounded himself with

other big-company refugees who also came looking for excitement.

His chief marketing officer, Janet Mitchell, used to work at

Duracell. His financial officer, Jay Shreiner, was at Kellogg Co.

His chief Web officer, John Clendening, arrived from First Union

Corp. And his head of merchandising, Helaine Suval, was recruited

from Avon.

To Holliday's delight, wooing top talent to a small, unprofitable

Austin company has proven to be far easier than he had predicted.

He managed to pry human-relations chief Peter McCue, for example,

out of a top job at Motorola with just one phone call. "I had been

trying for years to get Peter to come work for me at Guinness,"

Holliday says. "I couldn't quite land him. But in living.com, he

saw an opportunity to create a model company for the 21st century.

We had the outlines of a deal within an hour of our first

conversation." In some cases, Holliday acknowledges, he is helped

by a public belief that there isn't much time left. If people want

to make a big splash in the Internet economy, he suggests, they

had better get started now, before most of the best jobs are taken

and most of the industry-defining companies are fully staffed.

From the start, Holliday and his team have made decisiveness one

of their cardinal virtues. Job candidates typically are given a

week or less to decide whether they want to work at living.com. At

many Web-team meetings, managers begin by "time-boxing" a

decision. They give themselves a 30- or 90-minute period to decide

what to do, agreeing to make some decision -- any decision --

before that interval expires. Staff debates become terse and even

caustic, but that's just fine. Even junior employees are allowed

to interrupt a long-winded speaker with a two-word epithet -- "Rat

hole!" -- when they believe that time is being wasted.

"Speed matters in this business," says John Clendening, 37,

living.com's chief Web officer. "We've learned to focus enough on

what's right" -- even if more time and more data could lead to a

more finely crafted alternative weeks later. Better to take some

action fast and recalibrate later than to let precious time tick

away.

The belief that change -- and decisiveness -- can be good for

their own sakes harkens back, in some ways, to the popular beliefs

of the mid-19th century, when westward migration was at its peak.

Social commentator Horace Greeley, who popularized the phrase "Go

West, young man," wrote in 1871: "Most men are by migration

rendered more energetic and aspiring; thrown among strangers, they

feel the necessity of exertion as they never felt it before.

Needing almost everything and obliged to rely wholly on

themselves, they work in their new homes as they never did in

their old, and the consequences are soon visible all around

them."

But such enthusiastic commitment to change always sounds a little

better from a distance than it does up close. On the whole, people

crossing the Atlantic or populating the American West in the 19th

century did find a better life. But during any given week, they

might be battling hunger, disease, flooding, or a thousand other

problems, big and small. In much the same way, the pioneers of the

Web economy aren't always cushioned from the shocks of the wider

world -- or from human temperament.

Shaun Holliday says that he sees the bumpier side of this

migration in two ways. First, he acknowledges that knitting

together a harmonious team is tougher than expected. In some ways,

it's as if he has thrown together dozens of total strangers for a

long ocean or train journey. And even if they want to work

together, they aren't quite sure how to pitch in without seeming

either too pushy or too timid. In the most immediate flash point,

Holliday is already refereeing tensions between his merchandisers

and his Web-development team. The merchandisers have big, bold

ideas about how items should be displayed on the Web site. The Web

developers must balance such requests with dozens of other demands

on their time. They want each major upgrade to be carried out with

military precision, so that it doesn't crash the site or impair

performance by overburdening living.com's data servers.

Holliday's other challenge is thornier still. When he joined

living.com, financial markets were enchanted by companies like

his. Even before the closely held company launched its Web site,

living.com was able to raise nearly $40 million of venture capital

on terms that valued the business at approximately $300 million.

In March, Holliday was able to talk about extremely ambitious

financial goals for the company to meet by 2003: $1 billion in

sales, $100 million in operating profits, and a $10 billion stock-

market valuation.

Now, with Internet stocks having been pummeled this past spring,

the stock-market goal seems highly optimistic. In May, bowing to

tougher circumstances, Holliday and his team of directors approved

a belt-tightening program that, among other things, reduces the

number of executives reporting directly to Holliday. Such pruning

changes the career paths of some recent recruits, but Holliday

defends the move as the best way to position living.com properly

in today's harsher environment.

Rank-and-file employees are mindful that times have changed, and

their concerns surface quickly. At a recent staff lunch, Holliday

asked a dozen living.com employees what was on their minds. The

first question came from a recruiter who joined living.com in late

1999. "There was a Forrester Research report that came out

recently," she began. "It said that many electronic-commerce

companies might run out of cash. My grandmother saw a newspaper

article about that report, and she called me to say, 'Girl, you'd

better leave that company. Dotcom isn't good anymore.' So what am

I supposed to tell my grandmother?"

Holliday took a swallow of his soda and did his best to calm her.

"I do think that there has been a permanent shift in the way that

many of these companies are going to be valued," he said. "There

was a huge flood of cash that went into e-commerce companies last

year, almost indiscriminately. There will be significant fallout,

and this will be a hard year for us in some ways. But the good

news is that we're already the industry leader in our category.

There might be just two to three companies left playing in every

category, but that's good for us. It's going to be survival of the

fittest, and companies like Amazon, priceline.com, and living.com

will do well.

"Someday, when we look back on this year," Holliday declared with

conviction, "we will remember it as the most important and the

most successful year in our company's history."

--George Anders, Fast Company

(http://www.fastcompany.com/online/36/migration2.html)

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Nokia licenses RealPlayer for video-capable cellphones

------------------------------------------------------

We've heard of cellphones that allow their users to listen to MP3

tracks, but streamed video too? That's what Nokia and RealNetworks

have in mind. The pair today said they would develop a version of

RealPlayer that will run on Nokia's EPOC-based next-generation

smartphones.

That's right, EPOC. So presumably we can also look forward to

streamed video on a raft of devices running Symbian's OS - and

that includes upcoming phones from Motorola and Ericsson.

Still, how practical streamed video on cellphones will prove to be

reamains to be seen, so we suspect there's a strong gimmick

element to all this that recalls Apple's desperate QuickTime

promotion attempts to persuade users that they really did want

postage stamp-sized video in documents. Given the size of your

average smartphone screen - let alone a cellphone - it's hard to

imagine anyone watching streamed video that way.

Mind you, according to Reuters' write-up of the two companies'

statement, "this would give entertainment-hungry mobile phone

users wireless access to multimedia Web content". We're not sure

we know that many "entertainment-hungry mobile phone users", so we

assume Reuters is referring to the buggers who leave their phones

switched on during movies...

--Tony Smith, The Register

(http://www.theregister.co.uk/content/1/11649.html)

* * * * * * * * * * * * * * * * * * * * * * * * * * * * *

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Worldwide Internet Trade Shows:

------------------------------

U.S./Canada:all shows are summarized at

http://www.techweb.com/calendar/calendar.html and at

http://www.tsnn.com.There is an excellent listing of Web-

oriented events at http://www.cio.com/WebMaster/wm_calendar.html.

For more general listings, ExpoWorld.net(c) is a metasite, a

directory of directories & search engine linking to over 500 of

the most important web sites serving theevents and international

trade community worldwide. ExpoWorld.net(c) is a tool for finding

Tradeshows, Exhibitions, Conferences Conventions and industry

suppliers worldwide.

http://www.ExpoWorld.net

Another site to use when searching for shows and exhibitions:

http://ww2.tscentral.com/partners/redirect.jhtml?aid=254

Europe:

The European Events Calendar Service:

http://www.eto.org.uk/events/

U.K./Ireland:

The Exhibition Net: http://www.exhibitions.co.uk (a complete

listing of exhibitions in the U.K.)

4-6 July -- Corporate Portals 2000 (London)

http://www.business-

intelligence.co.uk/conferences/corport/default.asp

Sept. -- World Internet Forum (Oxford University)

23-24 Aug. -- Restructuring Training For e-Business

(The Selfridge Hotel* London;

http://www.iqpc.com/templates/96231152747647094726500002/genevent.html?top

ic=4&event=544)

11-12 Sept. -- Personal Finance Online (Le Meridien Piccadilly,

London)

11-13 Sept. -- Wireless Messaging Forum (London)

http://www.icmworldwide.com/events/CFEventinfo.asp?EventID=10244

8 Oct. -- Internet World Ireland (Dublin)

http://www.internetworld.co.uk

18-19 Oct. -- Internet World Scotland (Glasgow)

http://www.internetworld.co.uk

7-9 Nov. -- E-Business Expo (Olympia, London)

http://www.ebizexpo.com/page.cfm

13-14 Nov. -- Media Online(Le Meridien Piccadilly, London)

22-23 Nov. -- Internet World Manchester

http://www.internetworld.co.uk

3-5 April, 2001 -- E-commerce Expo 2001 (Birmingham's NEC)

mailto:[email protected]

France:

10-12 July -- "Start-Up Forum" (Méridien Beach Plaza in Monaco)

http://www.startup-forum.com

13-15 Sept. -- Web Commerce Europe (CNIT, Paris la Defense)

http://www.webcommerce-europe.com

17-18 Oct. -- SiB@ank (Salon des Sytemes d'Informatiques,

Banques et Finances, Paris).http://www.groupemm.com/sibanktf

Nov. -- Internet World France (Paris)

7-9 Nov. -- NetWorld+Interop (Porte de Versailles, Paris)

11-15 Feb., 2001 -- MILIA (Cannes)

Germany:

17-18 July -- Optimierung der Logistik und Distribution im

E-Commerce Deutschland (Order Fulfilment im E-Commerce Zeitalter)

(Arabella Sheraton Grand Hotel Frankfurt;

http://www.iqpc.com/templates/96231108330392456054600002/singlecell.html?t

opic=71&event=266)

24-26 July -- Strategische Planung im e-Commerce

"Die e-Business Revolution hat die Welt auf den Kopf gestellt …

können Sie schnell genug lernen, um in dieser „launch and

learn"-Kultur zu überleben?"" (The Marriott Hotel München*

München;

http://www.iqpc.com/templates/96231152747647094726500002/singlecell.html?t

opic=71&event=326)

21-22 August -- Fachmesse für Werbung und Marketing im Internet

(Dusseldorf).http://www.online-marketing-duesseldorf.de

23-24 August -- Telemesse 2000 (Düsseldorf)

Sept. -- ISPCON Germany (Frankfurt)

5-6 Sept. -- Website Content Management

(Hilton Hotel Berlin;

http://www.iqpc.com/templates/96231152747647094726500002/singlecell.html?t

opic=71&event=552)

3-5 Sept. -- DIMA (Messe Düsseldorf): Europe's largest

conference about dialogue communication

19-21 Sept. -- Internet Commerce Expo 2000 (Düsseldorf)

http://www.iceexpo.de

5 Oct. -- 2nd German Mass-Customization-Konferenz (Frankfurt)

http://www.mass-customization.de

22-28 March, 2001 -- CeBIT (largest high-tech show in the world

Hanover):http://www.cebit.de

Italy:

19-23 Oct. -- Internet World Italy 2000 and SMAU (Milan)

http://www.smau.it

Jan., 2001 -- Internet Marketing conference (Milan)

The Netherlands:

10-13 July -- The European ASP Summit (Okura Hotel, Amsterdam)

http://www.asp-summit.com or email:[email protected]

20-21 July -- Strategic Planning for e-Business

Re-engineering business processes to prosper in the e-economy

(The Grand Hotel* Amsterdam)

(http://www.iqpc.com/templates/96231152747647094726500002/genevent.html?to

pic=4&event=324)

17-19 Oct. -- @d:tech.Europe (RAI Congress Centre, Amsterdam)

Where advertising, marketing and e-commerce connect

http://www.ad-tech.com/europe2000/highlights.html

Switzerland:

14-15 Sept. -- Conference for Marketing Technology (Geneva)

E-Mail: [email protected]

26-28 Sept. -- COMDEX/Orbit Europe 2000 (Basel)

http://www.zdevents.com/comdex/international/2000/europe.html

15-17 Nov. -- Interactive Publishing (Zurich)

http://www.InteractivePublishing.Net

Spain:

Sept. -- ExpoInternet 2000 (Barcelona)

http://www.aui.es/expo2000/iexpo2000.htm

26-27 Sept. -- Reclutando por Internet

(Hilton Hotel Barcelona)

(http://www.iqpc.com/templates/96231152747647094726500002/singlecell.html?

topic=72&event=680)

October-- High-Tech Forum in Europe (Barcelona),

Esther Dyson's yearly summit for the Internet industry

Nov. -- SIMO-TCI (Madrid): top computer show in Spain.

http://www.simo.ifema.es

Sweden:

7-9 Nov. -- Internet World Sweden (Stockholm)

http://www.internet-world.nu

Norway:

Sept. -- Internet World Norway (Oslo)

http://www.exponova.se/iwn2000/

Russia:

Nov. -- Russian E-Commerce Conference (St. Petersburg)

http://www.admin.spb.ru

Pacific Rim:

Japan:

29 Nov. - 1 Dec. -- Internet World Japan 2000 (Tokyo)

http://www.idgexpo.com/iw/english/welcome.html

Singapore:

14-18 August -- NetWorld+Interop 2000 Singapore

Hong Kong:

1-3 Nov. -- Internet World Asia@Hong Kong 2000

http://www.iw-asia.com/hk

India:

27-29 Sept. -- Internet World India 2000 (New Delhi)

http://www.iw-asia.com/in

6-9 Dec. -- COMDEX India/IT WORLD 2000 (New Delhi)

Australia:

7-8 August -- The Wireless Internet, Online Travel and Tourism,

(Avillion Hotel, Sydney;

http://www.iqpc.com/templates/96231108330392456054600002/genevent.html?top

ic=14&event=597)

8-9 August -- BEYOND the BANNER ...the next step

(The Landmark Parkroyal, Sydney;

http://www.iqpc.com/templates/96231108330392456054600002/genevent.html?top

ic=14&event=601)

14-16 Aug. -- ISPCON Australia 2000 (Melbourne)

http://www.kirby.com.au/ispcon/

23-24 August -- Selling Home Furnishing Online

(Millennium Hotel, Sydney;

http://www.iqpc.com/templates/96231108330392456054600002/genevent.html?top

ic=14&event=559)

23-27 Oct. -- COMDEX/Sydney 2000,

NetWorld+Interop 2000 (Sydney)

China:

20-23 Sept., 2001 -- CeBIT Asia (Shanghai)

Korea:

29 Aug. - 1 Sept. -- COMDEX/Korea 2000 (Seoul)

Thailand:

20-20 Sept. -- Internet World Thailand (BITEC, Bangkok)

http://www.iw-asia.com/th

Singapore:

17-18 July -- CyberBranding Summit 2000

How to Successfully Build and Expand Your Brand Online

(The Oriental Singapore* Singapore;

http://www.iqpc.com/templates/96231152747647094726500002/genevent.html?top

ic=4&event=582)

Mideast & Africa:

S. Africa:

3-6 Nov. -- COMDEX (Johanesberg)

Latin America:

Brazil:

22-25 August -- COMDEX/SUCESU-SP Brazil 2000 (Sao Paulo)

Mexico:

20-22 Sept. -- Internet World Mexico (Mexico City)

http://www.internetworld.com.mx

Argentina

13-15 Sept.-- Internet World Argentina (Buenos Aires)

http://www.internetworld.com.ar

Venezuela:

Dec. -- Internet World Venezuela (Caracas)

If you know of any Internet exhibitions or conferences

to announce in future editions of "the Internet Times", please

send the editor a word: mailto:[email protected].

* * * * * * * * * * * * * * * * * * * * * * * * * * * * *

Back Issues:

-----------

Back issues of the "Internet Times" are available on

Global Reach's Web site, available from page:

http://glreach.com/eng/ed/it.php3.

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